Philadelphia Business Daily

Simply these sentence.?

These are Deming's TQM approach disadvantages. I read them carefully for 20/30 minute trying to understand them but to be fair, it's bit hard to understand them in details with so many business jargons. So I was wondering if anyone can please translate them in much easier way (or explain what they mean briefly or in-depth?). Thank you so much in advance and 10 points definitely for anyone who does it. Thank you again... " 1) May limit an organization’s flexibility and agility. While a long-term plan is required to achieve a complete quality transformation, but a long-term plan that has been pursued for a long period may become an end unto itself. (2) It calls for organizational change, it does not demand radical organizational reform. Real quality improvement requires radical structural change, such as flattening organizational structures. It requires liberation of employees from stifling control systems and the tyranny of functionalism, both of which stifle teamwork. (3) It delegates the determination of quality to quality experts rather than to "real" people. It takes what is common sense to the ordinary worker and makes it sound complicated by changing the name and dressing it up with technical language. (4) It calls for the elimination of performance assessments that rate employees in relation to each other. Many managers feel performance assessments let them document employee performance for possible reward, but some employees fear the assessments might be used against them in some disciplinary actions. Performance assessments may give employees with grievances the documentation they need to prove managers are treating them unfairly. Without them, managers could make unfair accusations about an employee’s performance and the employee would not have the documentation to counter the claims. (5) It focuses manager attention on internal processes rather than on external results. When this is taken to an extreme, managers may become too preoccupied with internal issues and ignore the shifting perceptions of customers."

Public Comments

1. You can't understand this because basically it's a mish-mash. It is seriously overwritten and, as much as I'd like the 10 points, I wouldn't even begin to try to analyze and re-write it. Whoever wrote this should have taken a basic writing course first.
2. 1.) It keeps a business from changing and changing fast, i.e., responding to market forces like change in customer tastes or new ways of doing things due to technological advancement. It means that the business is so engrossed in following the long term quality improvement plan, that it is blind to everything else. 2.) The “change” it proposes is just window dressing, i.e., it comes up short. This is because changes that produce wanted results is achieved by “radical reform”. Examples of radical reform : flattening organizational structures = removing the “supervisors”, ”managers”, “supervisor’s super” and replacing it with workers of the same or similar rank (peers) , This way you’re not afraid of approaching your boss, ideas are bounced around, suggestions and feedback easier to get from people who actually do the job and are more likely to know it best. Furthermore peers are more likely to talk to each other, collaborate, and divide work according to each person’s strength. Functionalism = >do step 1, 2,3,4,5 repeat, do not deviate. 3.) One fine day some shmuck comes along and becomes the “expert” on the job you’ve been doing day in day out for a long time. It also “repackages” things so it sounds new, so as to give the impression that “quality improvement” is going on. When the person who pumps gas at the station becomes the “Customer Facilitation Rep” you know that its all nonsense. 4.) It calls for removing performance assessment i.e., grading of work in comparison with other workers. This is disadvantageous as performance assessment is frequently used in businesses as a way to rank then reward or punish workers. As a way to provide documentation of work performance, i.e, performance assessment is just to important to just remove. 5.) This ties in with point no.1; you’re so occupied with improving how you do things in the business, i.e, so preoccupied with getting the flowers in time, getting them in the correct quantity, price, packaging, on ward delivery that you forget the fact that your customers do not find that particular flower arrangement interesting. It blind sights you into serving yourself and forgetting why you are in business at the first place.